Less is better

The best smorgasbords are those with the most variety, increasing the number and variety of dishes improves the consumer's perception of the offering. While more is better when it comes to smorgasbords, this is not the case with respect to politics or business initiatives: schemes, ideas, plans, proposals, programs, laws, legislation, etc.

Well-meaning legislators across the globe continue to propose and pass laws that over complicate the ability for citizens to live and conduct business every day. Much of modern legislation focuses on changing behaviour vs. outcome; a prime example would be that of the former New York mayor wanting to ban the sale of large soft drinks in an attempt to reduce obesity. Contrary to popular belief and victim thinking, obesity is not due to large soft drinks or any particular food but rather personal choice – period. A more beneficial approach to the problem of obesity would be to make those who are obese pay more for health care according to their BMI index, this is moving from behaviour (how) to result (what). Warning: since the last statement will probably offend some, please read this first.
 
Most organizations fall into this same trap thinking that more initiatives, programs, process will improve results. This overcomplicates the business, teams become overwhelmed with busy work and results decline. The legislators (managers) push harder on enforcing their pet laws (programs) on how to do stuff, but it is like trying to push a wet rope uphill. 
 
The good news is that it is very simple to determine how many initiatives are enough, to find the sweet spot or top of the inverted bell curve, ready for this . . . it is very profound: you get results! Therefore if your new initiative does not improve results – throw it away, put it on the stop doing list. Unfortunately, this does not usually happen, someone spent time and energy on that scheme and we don't want to hurt their feelings, do we? 
 
If the obese are not getting thinner, your attempt at legislation didn't work, focus on the result and the individual will find a way to get there that best suits them.

Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.

Less is better

Are you a micro-manager?

The art of micro-managing is a delimiting and demoralizing force. I am sure you have heard this term, and may be a victim of it [micro-management] – past or present - but what if you are one; a micro-manager? Here is a telltale sign:

If your communication, written and oral, is so complete (all aspects covered - who, what, when where, why & how - every "i" dotted, every "t" crossed – essentially nothing left to work out so that your managers could simply forward or repeat without amendment or addition) you are likely a micro-manager.

Great leaders make themselves redundant. If you have made your managers redundant – you are a micro-manager.

Inventories can by managed but people must be led; Ross Perot

There is good news for the micro-manager: massive cost savings.

Huh?

You can pay your managers a fraction of the salary because you no longer need them to think (you do all the thinking around here). Even better yet, if you are really good at micro-managing, you can get rid of them altogether and just communicate directly with the front line. The problem for organizations is that when the micro-manager leaves - and everyone eventually leaves – no one knows what to do.

Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.

Are you a micro-manager?

You must become irrelevant

The manager couldn't take vacation, actually, it was hard for him to even get a day off. Taking a day off was almost not worth the trouble considering the chaos that would meet him upon his return.

Have you worked for a leader that hoards information and authority? One that selectively releases information – keeps everyone on a need to know basis? How did they make you feel?

What about you, are you the brains behind the entire operation? Are you the source of all knowledge that causes everyone to have to come to you for answers? Does your phone ring constantly with people calling for simple answers to easy questions? Do you believe that if you want something done right you have to do it yourself?

This next statement is going to be quite difficult for some to hear; the individual described above is insecure. They believe that they establish their own personal importance and relevance by how much more they know, and how much more decision making power they hold, compared to their subordinates.

For great leaders, the opposite is true; success is determined when you become irrelevant and no longer needed. They become dispensable.

You must become irrelevant

If your boss wants you to wear matching uniforms . . .

Are you surrounded by people that do exactly as you say and never question any decision, directive or course of action that you initiate? That is fantastic! If you're a military leader. The ability to follow orders and exercise obedience makes a great soldier. However, if the members of your team are not carrying rifles and wearing the same camouflage outfits, and they conform as described in the first sentence, you have a very serious problem.

The existence of a team of blindly following and staunchly obedient troop members is possible for two reasons - both of them attributable to the leader.

1. Subordinates who always agree is likely due to a lack of self-starting qualities and the ability to think for themselves. They are attracted and congregate because . . .
   
2. Some leaders make it clear that agreement is the only option, accomplished by making examples of those now former team members who did not agree.
   

"The problem with our organization is a lack of execution," is a common reason (excuse) provided by leaders. This is a disappointingly transparent statement, which says, "If you would just do exactly what I tell you, we would be successful." In combat, execution is everything; in business, it is an important part – but it is not everything.

People have a need to create, innovate and take on increasing responsibility. They want to try their own ideas, have authority to make their own decisions and have the ability to make a difference. Great people will migrate to organizations that allow them to exercise their ingenuity. Great success is impossible without great people.

Have you ever seen a team, run like a military, achieve any significant or lasting success in the civilian world?

If your boss wants you to wear matching uniforms . . .

Tough Love

I hate to be the one to break it to you, but if your kids are still living at home at the age of 40 – it is likely not their fault. It's yours! Neither is it the fault of your employees in business, if they are completely incapable of making a decision without you! In parenting we call it tough love; in business it is called empowerment, but they are quite similar.

I overheard an executive making a call to one of her subordinates. She was communicating that a CEO, apparently important to their business, was going to be in town. This executive wanted the subordinate to be present during the meet with the CEO. The executive provided the usual details regarding time and location, but then she instructed this person on what to wear!

Sure, there is a chance they will show up wearing a wife-beater and rubber boots, or their prom dress from the 80s – but that isn't that how we learn?

Tough Love